LAND MANAGEMENT:

THE SOUTH DOWNS NATIONAL PARK EXPERIENCE

Phil Belden

A paper for the Dorset & E Devon

National Park team

November 2016

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Phil Belden, November 2016

LAND MANAGEMENT: THE SOUTH DOWNS NATIONAL PARK EXPERIENCE

A report for the Dorset & E Devon National Park Team by

Phil Belden

Contents

Section Page

Introduction

Background

3

4

1 A Partnership with Land Owners & Managers 5

2 The Rangers, Volunteers & more 6

3 Facilitating Agri-environment 7

4 Supporting Investment in Water Quality 8

5 Capitalising on Woodland Stewardship 9

6 Funding Heathland Conservation 10

7 River Restoration 10

8 Public Access & the National Park 11

9 Heritage Tourism 13

10 Supporting Community Initiatives 14

11 Planning-Related 15

12 In Conclusion 17

List of Appendices, Links & References 18

Appendices

a Farmer/Landowner Breakfasts 20

b Farm Clusters 21

c Heritage 22

d Funding 23

e Whole Estate Plans 25

f South Downs Ecosystems, Purposes& Duty 27

Phil Belden was, until June 2016, the Director of Operations

at the South Downs National Park Authority

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Introduction

In any National Park, land management and farming are centrally important activities,

and land managers are among the key partners of the National Park Authority.

This is recognised in the South Downs Partnership Management Plan which says:

“farming underpins the landscape character, biodiversity and ecosystem services intrinsic

to the South Downs National Park”.

This paper discusses how the SDNP has approached this key relationship and worked

with the land management sector. It notes how relevant areas of policy have been

consulted on, developed and implemented to the benefit of the South Downs’ farmers

and land managers, other businesses and

communities, as well as the area’s

environment and economy, including

tourism, heritage management and

recreation.

A National Park has twin purposes and an

associated duty to:

- Conserve and enhance landscape and

heritage

- Promote enjoyment, recreation and

understanding

- Foster the economic and social well-

being of its communities in pursuit of

these purposes. This duty is an especial

feature of a National Park.

The SDNPA illustrates these as shown.

The paper describes how the SDNP, with a NP’s unique and specialised combination of

purposes, and as planning authority for the NP area, brings coherent, joined-up thinking

to policy development, partnership working and its approach to planning.

Examples of a close and constructive relationship and effective partnership working

between the NPA and its land management partners include:

- the SD Land Management Group, operational from the earliest days of the NP and a

vital contributor to NP policies and plans;

- Farmer / Landowner Breakfasts to discuss and advise on LEADER and LEP funding,

agri-environment support, and planning matters;

- the successful facilitation of agri-environment schemes and funding opportunities

involving a high percentage of SD farmers;

- NP-facilitated investment in water quality, river restoration, woodland management,

heritage tourism, heathland conservation, public access and sustainable transport.

The paper also discusses the SDNP’s approach to planning as this relates to the land

management sector, including “taking a positive and proactive approach to sustainable

development, balancing the protection of the landscape with the social and economic

wellbeing of the area”1, flexibility when appropriate on farming matters, the positive

opportunities presented by the development of Whole Estate Plans. To all of these, the

SDNPA brings its committed partnership approach, expertise and understanding.

1 https://www.gov.uk/government/speeches/local-planning

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The Background

The South Downs, a 21st century National Park, is Britain’s newest National Park. Its

work takes full account of the stunning environment, the opportunities this provides for

recreation and enjoyment, and the economic and social wellbeing of the communities

that live and work in the area. Organisationally, the National Park provides a coherent,

integrated, first-stop shop for the South Downs, with resources dedicated to working with

partners to achieve these complementary aims.

The strategy for the Park is set out in the Partnership Management Plan, well-named, for

it is the added value and complementarity that a National Park brings that is at the heart

of its operation, with its engagement with the various interests that influence the area,

from land owners / managers to local authorities, private, public and voluntary sectors.

The South Downs is a nationally significant landscape, one of the most popular in the UK.

It has a resident population of over 100,000 and some 10 million within an hour’s reach.

It therefore needs effective management and organisation which simplifies the

administration and provides a better service for the area. The South Downs National

Park Authority offers a single focus for land management and planning; its two key

departments – Countryside Policy & Management and Planning – work closely together in

the best interests of the Park.

Farmland makes up 85 per cent of the South Downs so the partnership between SDNPA

and land managers is vital. The Park’s ranger service provides an important local contact

with farmers and the community. Some prime examples of their work include agri-

environment schemes, targeting, optimising and helping broker appropriate agreements,

in liaison with Natural England.

The Nature Improvement Area initiative has enabled the restoration and sustainable

management of the Downs’ internationally important chalk grassland.

The landscape types of the South Downs require different approaches. The SDNPA has

set about tackling the key woodland, heathland, water and river habitats, bringing

together relevant interests, trialling new ideas, attracting funds and facilitating action.

The highly attractive landscape, overlaying the geology, with the famed chalk sea cliffs,

has been shaped by centuries of man’s impact, the archaeology and history providing a

rich cultural heritage. It is this wealth of natural capital, along with the accessibility of

the Park, which makes the South Downs such a popular place to visit. The management

of access and recreation, along with the promotion of sustainable tourism are therefore

priority areas for the SDNPA, as is marketing the South Downs brand.

The SDNPA has a clear duty to foster community well-being and this benefits from the

many land management and related initiatives carried out. The SDNPA, as the planning

authority, provides a clear service for the Park and its people. It is encouraging positive

planning, such as developing whole estate plans with the key landowners who manage a

significant area of the South Downs, trialling innovative ideas to tackle current issues and

empowering communities with advice, practical support and financial assistance.

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A Partnership with Land Owners & Managers

1.1. “Farming underpins the landscape character, biodiversity and ecosystem services

intrinsic to the South Downs National Park. It also provides significant support for

tourism, recreation, access and food production” (South Downs Partnership

Management Plan 2014-2019).

1.2. With over four-fifths of the 1600 square kilometres (630 square miles) of the South

Downs classified as agricultural the National Park Authority (SDNPA) at its inception

recognised the need to work in partnership with the land owners and managers

across the area to achieve a beautiful and thriving South Downs. The Partnership

Management Plan was so named to embrace this fundamental point, the statutory

document stressing that “positive progress will depend on close partnerships and

collaboration between the many organisations and individuals that administer,

manage and influence the National Park”.

1.3. From its formative years onwards, the SDNPA has gone to great lengths to engage

the community, to build strong positive relationships with the key sectors and

people involved in the area. It established the South Downs Partnership, made up

of important members from key organisations2. It encouraged land managers to

cultivate the South Downs Land Management Group (SDLMG), to provide a strong,

cohesive voice to represent the farming community (see link for Memorandum of

Understanding3). The SDLMG regularly meets the SDNPA and such is the

importance attached to these meetings that both the SDNPA’s Chair and Chief

Executive are in attendance, along with relevant specialist officers of the SDNPA.

1.4. The SDLMG had an important part to play in the drafting of the South Downs

Partnership Management Plan, where there was a series of workshops, meetings

and discussions to help develop the farming and related policies. More recently,

the emerging Local Plan has been engaging members, this will be an important

document in guiding development and influencing farm business plans.

1.5. The liaison between SDNPA and SDLMG has covered a diverse range of issues, from

CAP reform and agri-environment incentives, payments for ecosystem services and

food enterprise zones, to water abstraction licensing, broadband, public access and

sheep worrying by dogs. More information can be found on the SDLMG website4.

1.6. The landowning / managing sector are involved in other ways, for example when

policy development is being formulated by the SDNPA. The seminal South Downs

Partnership Management Plan was an important early input; latterly, there has

been the emerging Local Plan, with its development management policies

concerning agriculture and forestry, along with other pertinent issues such as farm

diversification, housing and employment, rural dwellings and redundant buildings.

1.7. Key concerns or issues involving rural stakeholders in the South Downs also give

rise to liaison between relevant parties, with bespoke presentations, seminars and

workshops run to address these matters (e.g. food & drink, rural broadband,

fracking, National Park branding – shared identity). A major asset is the wealth of

heritage across the South Downs, much on farmland, and “cultural land” has been

2 https://www.southdowns.gov.uk/national-park-authority/commitees-meetings/south-downs-partnership/ 3 https://www.southdowns.gov.uk/wp-content/uploads/2015/03/Memorandum-of-Understanding-South-Downs-Land-Management-Group.pdf 4 http://www.southdownsland.com/

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identified in the emerging Sustainable Tourism Strategy (draft5 to SDNPA Policy &

Programme Committee in May 20166) as a key area of potential.

1.8. A very direct way the SDNPA brings together farmers across the National Park is

through Farmers / Landowners Breakfasts, timed to suit the needs of land

managers, so they take place on early winter mornings, across the South Downs to

minimise travel and ensure well-attended sessions. Over “a bacon buttie and

cuppa” the SDNPA sets out a relevant topic agenda, from previous meetings’

suggestions, responding to recent events or issues and inviting the views of

farmers (such as through the SDLMG). The main topics covered at the Farmers /

Landowners Breakfasts in 2016, with speakers from the relevant sectors: advice on

LEADER and LEP funding; Countryside Stewardship; the South Downs Local Plan;

Permitted Development. Time is built in for questions and discussion and, following

the formal agenda, rangers are on-hand for bespoke “surgeries” to meet with and

help individual farmers. It should be noted that these sessions also prove

invaluable for farmer-to-farmer interaction, not to be underestimated in the

modern often remote agricultural world. Appendix a shows two advertisements for

these events, from the SDLMG and CLA.

1.9. In its land management dealings across the South Downs, the SDNPA is involved

with a variety of land owners, tenants, agents and other land managers. It is

important for all parties to be fully aware of the aims and objectives of National

Park designation when engaging with the SDNPA, to maximise the benefits from

the advice, practical help and financial assistance it can provide. Constructive

relationships and proper understanding between landowner / agent, landowner /

tenant and others are essential to ensuring successful outcomes, which is ably

demonstrated by fruitful external funding bids for example.

2. The Rangers, Volunteers & more

2.1 It is the all-important work on the ground that makes the real, practical difference,

ensuring positive action to conserve and enhance the National Park. There is the

vital ranger resource, a highly professional, committed countryside management

service, locally based, to provide advice, practical help and, at times, financial

assistance to local communities, including farmers, landowners and managers.

2.2 The long stretch of the South Downs is not conducive to a central operational

headquarters, so there are four local area offices, three covering the chalk

downland (based with partners at Queen Elizabeth Country Park in Hampshire, the

Weald & Downland Museum in West Sussex and Stanmer Park near Brighton in East

Sussex) and one for the sandy Western Weald area (based at Midhurst, West

Sussex). Each has a manager, team of rangers7 and other specialists, including

planning link officers and, as grants and other funding bids become available,

project officers managing priority work bespoke to the area. There is also a large

and enthusiastic South Downs Volunteer Ranger Service (SDVRS), with some 500

members, contributing over 6,000 days a year, helping farmers and others in their

land management activities that contribute towards National Park Purposes.

2.3 The SDVRS deserves a section on its own, such is the impressive scale and

diversity of work undertaken. It has been in existence for over 30 years and is an

established, well trained and highly motivated body, with volunteers working from

the area offices and at the headquarters, weekdays and weekends. The SDNPA

5 https://www.southdowns.gov.uk/wp-content/uploads/2016/05/PP_26-May-2016_Agenda-Item-13-Appendix-1-2.pdf 6 https://www.southdowns.gov.uk/wp-content/uploads/2016/05/PP_26-May-2016_Agenda-Item-13.pdf 7 https://www.southdowns.gov.uk/wp-content/uploads/2015/03/SDNPA-Ranger-Areas.pdf

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provides the administrative support behind the SDVRS, so it can concentrate on the

actual volunteering out in the National Park. This includes the task-organising with

partners (including farmers and landowners), rotas, training, insurance, clothing,

tools and equipment. The SDNPA employs a Volunteer Co-ordinator and makes

available its Support Services, with the Communications team pulling together the

seasonal newsletter from SDVRS contributions8. The UK Volunteers Week 2015 had

a pictorial snapshot of facts on the South Downs SDVRS’s work9.

2.4 This dedicated ranger resource, professional and volunteer, adds value to the work

of land managers and others working in the South Downs. The local contact

ensures close working relationships between land managers and the SDNPA.

Offices are accessible for farmers to “drop in” and rangers are regularly in their

area, liaising with communities. The ranger-enabling on the ground has crucial

central support (admin, technical etc.) – the synergy of a relatively well-resourced

and well-focused SDNPA. Countless examples of collaborative working have been

built up over the few years that the SDNPA has been in existence and the following

sections, 3 to 9, with additional information in the references, links and appendices,

provide a few illustrations of SDNPA action on the ground.

3. Facilitating Agri-environment

3.1 Agri-environment schemes provide the main catalyst for contributing to the success

of National Park action. The now-superseded Environmental Stewardship scheme

greatly benefitted farmers across the South Downs. Though only covering 10 per

cent of the South East region (and 10 per cent of the area under agreement),

careful targeting by SDNPA staff, working with Natural England and farmers,

ensured some 20 per cent of the Stewardship spend in the South East went to the

South Downs.

3.2 Concerns were expressed at the time of the Common Agricultural Policy review that

there would be a funding gap before any new scheme came in (the subsequent

Countryside Stewardship scheme). Fortuitously, on the back of the Lawton review

(Making Space for Nature10) and resulting Government Natural Environment White

Paper11 Defra launched a Nature Improvement Area (NIA) pilot initiative, so the

SDNPA put in a (successful) bid, in concert with relevant bodies and farmers in the

South Downs. This was a competitive process and the limited funds had to be split

between 12 winning areas. The particular strength of the South Downs NIA was

the ranger service, enabling five focal areas to be set up across the National Park

(delivering 79 projects12), along with some bold match-funding leverage, to take

the £608,000 Defra grant to a total of over £3million, with a 5:1 match-funding

ratio of cash (£1.6m) and in-kind (£1.1m value) contributions. Albeit limited in

relative financial terms, this spanned the gap that was predicted.

3.3 The overall achievements of the South Downs Way Ahead NIA are summed up in a

case study13, along with a specific report on one of the focal areas14. In brief, the

five objectives were met: restoring and linking chalk grassland; this in turn

enhanced the 100 mile long South Downs Way National Trail corridor; some of the

areas were on the urban fringe, which helped land management awareness by

8 https://www.southdowns.gov.uk/wp-content/uploads/2015/03/0580-SDNPA-DT72-online.pdf 9 https://www.southdowns.gov.uk/volunteers-week-2015/ 10 http://webarchive.nationalarchives.gov.uk/20130402151656/http://archive.defra.gov.uk/environment/biodiversity/documents/201009space-for-nature.pdf

11 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/228842/8082.pdf 12 https://www.southdowns.gov.uk/wp-content/uploads/2015/09/GOV_2015September-23-Agenda-Item-8-Appendix-3.pdf 13 https://www.southdowns.gov.uk/wp-content/uploads/2016/02/Case-Study-South-Downs-Way-Ahead-NIA.pdf 14 https://www.southdowns.gov.uk/wp-content/uploads/2016/02/Case-Study-Chalk-Grassland-Restoration-Winchester-Focal-Area.pdf

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urban populations; input-based work to protect the vital chalk aquifer for clean

drinking water; and, research into the ecosystem services of the chalk landscape

and future opportunities, such as through visitor payback.

3.4 The success of the NIA, bringing together “clusters” of farmers to realise landscape-

scale enhancement in the South Downs, has proved an extremely useful precursor

in attracting support from the new Countryside Stewardship scheme, with its

incentive for farm clusters. SDNPA’s on the ground ranger service helps facilitate

such working and as a result the farmers’ group representing over 60 per cent of

the farmers in the Arun to Adur area15 of the National Park was one of the first

successful recipients of the Facilitation Fund. This cross-Park co-operation

highlights the advantage of having the SDNPA and its resources to broker such

innovative approaches and to be responsive to grants and other opportunities.

3.5 Of the current eight farming groups being developed across the South Downs (see

appendix b), a further three have recently been successful in their funding bids to

Natural England. These farm clusters will provide a strong unified set of land

managers, who should be able to benefit from the current agri-environment

initiative and other incentives in a truly synergistic way. The SDNPA’s Chief

Executive said, in response to the news of the latest South Downs cluster

successes: “This is a great result with a much higher success rate than other parts

of the country, which is down to the practical support provided by our area teams”.

3.6 Supplementing the core ranger service are a number of projects, which go much

wider than direct agri-environment help. These are enabled as grant funding or

other circumstances arise, staffed by appropriate specialists, to address priorities

across the National Park, as set out in the Partnership Management Plan, or as

concerns / opportunities present themselves.

3.7 Agri-environmental policy and support comes from Europe, so future farm funding

is a speculative issue with Britain’s exit from the EU. The government has pledged

to maintain payments in the short-term, but will look more strategically at how it

will structure long-term support to farming and the environment. There has been

some early talk about the role of National Park Authorities because of their work in

this area, with a possible scenario that, with funding constraints, a streamlined

administrative system could be put in place, focussed on agri-environment

purposes and wider benefits. This chimes with government’s desire for devolving

to more local levels. Thus, National Parks with their strong track record of working

with farmers to bid for and secure funding, are well-placed to take this on, with the

added bonus of attracting further funding to the benefit of their areas and

communities.

4. Supporting Investment in Water Quality

4.1 The underground chalk aquifer of the South Downs provides drinking water to over

a million people in and around the National Park. The NIA work in this area has

been complemented through the CHAMP (Chalk Management Partnership) initiative,

targeted at the Brighton Downs catchment, a failing water source due to its high

nitrate levels (with over a third of a million people relying on this water supply).

This four-year project (2015-19) has been enabled through an investment by the

SDNPA of £100,000, to lever in additional match-funding to a total of £900,000,

with Southern Water, Environment Agency, Natural England, Brighton & Hove City

Council and University of Brighton.

15 https://www.southdowns.gov.uk/wp-content/uploads/2015/09/GOV_2015September-23-Agenda-Item-8-Appendix-4.pdf

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4.2 The aim is to protect and improve groundwater quality, to help ensure it remains a

sustainable resource for public water supply. This requires “… action to focus on

improving nitrate leaching rates to groundwater through farm engagement …” (NIA

report), through implementing sustainable land management practices. Tackling

diffuse pollution at source before it reaches the aquifers and Southern Water’s

water treatment works will help the water company meet its environmental

obligations in a more cost-effective way, reducing the cost to customers.

4.3 As this CHAMP project is within the internationally designated Brighton and Lewes

Downs Biosphere it provided a very realistic expectation of European funding to

develop it further; however, post-Brexit, such prospects are now a matter of some

conjecture. The National Park status may now prove even more valuable and it will

be vital for land managers and others to make the strong case to UK Government

on supporting such work. The main scenario for the future, with this well-timed

cutting-edge initiative, is in influencing water company plans for the next Ofwat

five-year plan period.

4.4 The natural capital of the South Downs is being better appreciated, with decision-

makers beginning to value the various ecosystem services it provides. Payments

for ecosystem services is the big goal, which would financially benefit farmers and

other land managers, through their custodianship of the land, including what lies

beneath – in the South Downs case, the vital drinking water resource. Exmoor

National Park Authority and the water company have already trialled such an

approach, with payments for moorland conservation with the benefit of clean water

as a result. A full report was presented to the SDNPA’s Policy & Programme

Committee in 201516.

5. Capitalising on Woodland Stewardship

5.1 The South Downs is usually viewed as a landscape of open rolling hills, yet almost a

quarter of the National Park is woodland. The SDNPA has addressed this much

neglected habitat, setting up a partnership with the Forestry Commission,

Woodland Trust17 and Wildlife Trusts (see SDNPA report for detail18). Prior to the

National Park, less than half the woodland owners were known in the South Downs;

within three years the SDNPA had identified over 90 per cent (over 2000 owners).

Then, targeting woodlands in the area, using media and other communications,

followed up by advice and support (see SDNPA leaflet publications for woodland

owners and enterprises19), the number of Woodland Grant Scheme contracts was

doubled, with an equivalent doubling of the area in stewardship.

5.2 The SDNPA-published State of the Park report noted that the woodland economy

was potentially worth £22 million. The woodland supply chain was studied and

nearly 100 enterprises identified, from primary processors to end users. Business

skills courses, workshops, conferences and events (such as wood-fairs) have been

run to stimulate the woodland economy (see SDNPA report’s case studies20).

16 http://www.southdowns.gov.uk/wp-content/uploads/2015/05/pp_2015June02-Agenda-Item-12.pdf 17 https://www.woodlandtrust.org.uk/publications/2016/10/south-downs-national-park/ 18 http://www.southdowns.gov.uk/wp-content/uploads/2015/02/npa_2014Oct28_Agenda-Item-12.pdf 19 http://www.southdowns.gov.uk/wp-content/uploads/2015/05/Woodland-Owners.pdf

http://www.southdowns.gov.uk/wp-content/uploads/2015/05/Forestry-Partnership-Project.pdf http://www.southdowns.gov.uk/wp-content/uploads/2015/05/Woodland-Enterprise-Network.pdf

20 http://www.southdowns.gov.uk/wp-content/uploads/2015/02/npa_2014Oct28_Agenda-Item-12-Appendix-1.pdf

http://www.southdowns.gov.uk/wp-content/uploads/2015/02/npa_2014Oct28_Agenda-Item-12-Appendix-2.pdf

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6. Funding Heathland Conservation

6.1 Like chalk grassland, lowland heath is an internationally rare habitat (85 per cent

loss in the last 200 years); unlike chalk grassland, there is very limited commercial

farming opportunity to help conserve it. The SDNPA pulled together a range of

partners (from landowners to interested organisations) to submit an application to

the Heritage Lottery Fund. A development officer was appointed to broker the bid,

pull together the network of interests, co-ordinate all the detail and be responsible

for seeing the project through to final submission. The bid has been successful,

meaning that over the next five years (2016-21) a £2.4 million project will enable

significant heathland conservation and restoration, community engagement and

other related work. The lottery grant is £1.4 million, the SDNPA contributing

£150,000 in cash (plus a similar amount invested in the development phase), with

the balance coming from partners.

7. River Restoration

7.1 The designation of the South Downs was delayed for over half a century, from

being on the original 1940s National Parks’ list, only becoming operational in 2011.

As a result, the area has probably suffered in the interim more damage and

degradation, so a long-term programme of restoration and re-creation is in order,

such as chalk grassland and heathland, noted above. Cutting through the National

Park are a number of rivers, another area for SDNPA involvement, and one where

the rangers and SDVRS have achieved a great deal in a short space of time.

7.2 River restoration has become a contemporary issue, prioritised by the new rivers

trusts being set up. The SDNPA is leading on related work areas, often in

partnership with the trusts, also with interested parties such as the Environment

Agency, Natural England, Wildlife Trusts and Wild Trout Trust. The River Meon,

which rises in the chalk hills of the western Downs, is a prime example. The ranger

service has been working over the years with farmers and other land managers and

owners to improve the quality of the riverine environment. The agri-environment

schemes have been invaluable in targeting key areas, incentivising sympathetic

land management practices.

7.3 Building on the foundations of landscape-scale work and getting the broad habitat

right, more detailed projects can be overlaid. A lost species of this habitat is the

water vole, where SDNPA’s work is the subject of the UK’s largest re-introduction

programme21. Using such an iconic “cuddly animal” easily helps raise awareness of

wetland ecology and conservation need. Such an indicator of the health of a river

habitat is readily identifiable and appealing to the public and media, fund-givers

and others. The case study on the SDNPA website gives a good introduction to

river restoration, together with a specific project example, of a riffle glide22.

7.4 To ensure the long-term sustainability of the River Meon a partnership has been set

up, which is becoming self-sufficient and generating its own development and

interests. There is a Meon Valley Partnership website23 to keep all the interested

parties in touch and up-to-date with the news, publishing details of projects along

the river’s length (and see case study in SDNPA report p21/2224).

21 https://www.southdowns.gov.uk/water-voles-reach-south-downs-in-largest-uk-reintroduction-programme/ 22 https://www.southdowns.gov.uk/wp-content/uploads/2016/02/Case-Study-Experiences-of-River-Restoration.pdf 23 http://www.meonvalleypartnership.org.uk/ 24 http://www.southdowns.gov.uk/wp-content/uploads/2015/07/GOV_2015July14-Agenda-Item-9.pdf

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7.5 River system health-monitoring has been enthusiastically adopted by the SDVRS,

with regular river surveys conducted to keep an up-to-date check on wetland

systems. This provides an early-warning system for action to be taken if adverse

results are encountered. River fly monitoring is being rolled out across the South

Downs and beyond. With basic training and support this is a productive area for

community engagement.

7.6 Media coverage has highlighted this landscape-scale work, noting the 2016 national

winner of the Park Protector Award25, Arun & Rother Connections26. This has been

a successful partnership, with significant input from the SDNPA and key partners

such as county council, Environment Agency and rivers trust, led by the RSPB,

working closely with landowners and local communities. Part-funded by the lottery,

this £2.2 million venture covers the 77,000 hectare rivers’ catchment, extending

beyond the Park boundaries and has delivered over 70 projects, tackling flooding,

habitat loss and invasive species amongst its attainments.

8. Public Access & the National Park

8.1 The South Downs is one of the most popular landscapes in Britain, hardly surprising

with a population of over a million people within (100,000+) or adjacent to it and

10 million within an hour’s travel time. The National Park receives 46 million visits

a year (South Downs Visitor Survey27), mostly from local people due to its

accessibility from neighbouring coastal conurbations and the towns and villages,

and popular for day trips from the Capital (Brixton, London to the Brighton Downs

is only 40 miles). Comparatively, it is more like the Peak District with its large

towns and cities that encircle it, rather than Lake District National Park with its

stronger reliance on overnight-staying tourist holidaymakers.

8.2 Public access is a positive aspect of the South Downs, providing a strong economic

base to the economy. The management of recreation is an essential prerequisite

and one of the influencing factors in the South Downs’ designation as a National

Park. It was argued that the previous Area of Outstanding Natural Beauty status

put too much weight on the primary objective of “protecting and conserving” and

did not adequately address the aims of access and recreation (a secondary AONB

objective, very much at the discretion and resource capabilities of local authorities).

The SDNPA, with the twin National Park Purposes of “conserving and enhancing”

and “promoting opportunities for understanding and enjoyment” places much

emphasis on visitor management, both its opportunities and need for careful

control. With its duty to foster social and economic well-being of its communities,

this adds a further dimension to this work.

8.3 The ranger service provides the on-the-ground contact, face-to-face liaison and

public relations, an essential education and information service. There is a strong

expertise resource to back this up, with specialist staff and bespoke projects

directed at particular needs or priorities (for example: learning and outreach

officers to promote education; a multi-million pound Local Sustainable Transport

Fund for developing access infrastructure in support of alternatives to the car).

There is also a well-resourced communications team providing information and

interpretation, timely press releases etc.

25 https://www.southdowns.gov.uk/south-downs-project-wins-prestigious-national-award/ 26 http://arunwesternstreams.org.uk/projects/arc 27 https://www.southdowns.gov.uk/wp-content/uploads/2015/03/Visitor-Survey-2012.pdf

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8.4 With over 80 per cent of people visiting by car28, the sustainable transport issue is

a critical one. As a new National Park the SDNPA was quick to engage central

government on how to tackle some of the key issues, and has successfully gained

substantial funds from the Department for Transport, in partnership with the other

new National Park, the New Forest, and the local highway authorities. This enabled

the building of cycle paths along disused railway lines, work with bus and train

companies to promote leisure trips to, from and within the South Downs, and

education to encourage more responsible visitor behaviour. This involved major

capital works in building access routes, publicity and other information to attract

and direct visitors, as well as other enticements, such as improving key gateways,

integrated ticketing and clear signage. Using social media with a range of videos

has been an innovative technique in encouraging more considered and sustainable

access to the Park. See links below for examples promoting bus and rail travel29.

8.5 The South Downs Way National Trail is the main walking, cycle and horse riding

highway, traversing the length of the National Park, 100 miles, from Winchester to

Eastbourne. The SDNPA manages the Trail, on behalf of Natural England,

employing a project officer and assistant. There is an approved management plan

and a steering group, which includes the local highway authorities, to oversee the

work and address any issues. As part of the SDVRS, there is a volunteer team

dedicated to the National Trail, with each section of the route monitored by a

volunteer ranger, who reports back on any problems and also undertakes basic

maintenance tasks on his/her patch. The officers liaise with landowners on any

concerns they may have, and assist with establishing camp sites and other

accommodation, water points30 and other facilities. See SDW website for more

details and examples of this work31.

8.6 There is a statutory requirement on all National Park Authorities to run a Local

Access Forum for their Park. The SDNPA administers the South Downs Local Access

Forum, made up of landowners and managers, user group representatives and

other access interests. Regular meetings and field trips are convened, to address

the access issues across the South Downs, to provide an effective forum of the

different viewpoints, to review policies, proposals and management, and generally

help to see that National Park Purposes are met over access-related matters.

8.7 The meeting agendas and minutes are published on the SDNPA website32, which

includes the forum’s terms of reference33, along with the annual reports (ref. below

for 2014/1534) and other matters, such as any access initiatives or restrictions etc.

One of the issues exercising both landowners and users has been illegal and anti-

social motorised vehicle activity. Pathwatch was set up, with a simple reporting

mechanism to the police, who then targeted hotspots being identified on their

database. This has now spread across the Sussex county and to other parts of the

country (see the feature in Natural England’s national Local Access newsletter35,

pages 8 and 9 for more detail). Hampshire has adopted a wider approach, named

Countrywatch, to embrace rural crime generally and there are plans under

consideration to extend this across the South Downs.

28 https://www.southdowns.gov.uk/wp-content/uploads/2015/03/Visitor-Survey-2012.pdf 29 Bus: https://www.youtube.com/watch?v=3yKEzPrlabU Train: https://www.youtube.com/watch?v=fs5dnb-_8A0

Discover Another Way (bus cycle, walk): https://www.youtube.com/watch?v=x1pO8iuJF8A https://www.youtube.com/watch?v=38RMB10EF1A

30 https://www.southdowns.gov.uk/south-downs-volunteers-help-quench-thirst-of-20000-walkers-riders-and-cyclists/ 31 http://www.nationaltrail.co.uk/south-downs-way 32 https://www.southdowns.gov.uk/national-park-authority/commitees-meetings/local-access-forum/ 33 https://www.southdowns.gov.uk/wp-content/uploads/2015/12/SDLAF-Terms-of-Reference.pdf 34 http://www.southdowns.gov.uk/wp-content/uploads/2015/01/SDLAF-Annual-Review-2014-15.pdf 35 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/342788/laf-newsletter-issue4.pdf

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8.8 Another serious issue of concern to the Local Access Forum, along with many sheep

farmers, is that of dog-worrying. In response, the SDNPA prioritised this matter for

more immediate attention and has been addressing it over the last two or three

years in a variety of ways. Under the broad banner of Take the Lead, a positive

dog campaign has been orchestrated, to raise awareness of the working

countryside and livestock, to help owners with dog control and seek behaviour

change. This has involved a number of strands, such as:

- Working with influential partners, such as the National Trust36, to use popular

venues and public events37 to spread important messages about dog control and

owner responsibilities;

- Annual high profile media activity, at key times (such as the lambing season,

targeting summer visitors etc.)38;

- Recruiting “dog ambassadors” for peer-to-peer pressure to get messages

across39;

- Exploiting social media to maximise the impact, using cartoon videos40 to get the

main messages over to the public.

9. Heritage Tourism

9.1 Early on in its life the SDNPA was involved in the European Collabor8 project, which

brought together an international partnership (UK, Ireland, Netherlands and

Belgium) with the aim of contributing to economic prosperity, sustainability and

cultural identity. Utilising the skills and experiences of these partners, the project

targeted the cultural, creative, recreation and food sectors to deliver sustainable

tourism. This was achieved by bringing together business clusters, such as the

East Hampshire Heritage Partnership, Stanmer Park experience and Arundel Food

Festival, promoting the areas’ distinctive sense of place.

9.2 Developing from this has been a range of initiatives, such as: Sense of Place toolkit

for businesses; Food and Drink portal41 with over 200 businesses, promoting

hundreds of events, with over 10,000 potential customers signing up in the first

year; Responsible Travel website42 promoting more sustainable ways to visit and

stay in the South Downs. There has also been evidence-gathering work, for

example Visitor Travel Survey (2014) and Visitor Accommodation Review (2015).

A cultural heritage audit was undertaken, to assist in prioritising projects through

understanding the sector’s needs, identifying what role/s the SDNPA could play and

adding key sites and initiatives to the list for Community Infrastructure Levy or

other funding (see appendix c for the audit case study and a screen-shot of a page

from the Learning Zone, SDNPA’s online educational resource).

9.3 From these very practical beginnings, the SDNPA has evolved the Sustainable

Tourism Strategy, providing the strategic overview, policy and implementation for

36 http://www.walkiees.co.uk/blog/view/dog-fun-day-at-woolbeding-parkland-12th-may-2013 37 http://discoverpetworth.org/event/spanielspetworth/

http://www.southdownsshow.co.uk/ 38 http://www.brightonvisitor.com/brighton-news/take-the-lead-south-downs-national-park-authority/ 39 https://www.youtube.com/watch?v=Jpz3dfkiI8Y

https://www.youtube.com/watch?v=N9U_BDPNVQg https://www.youtube.com/watch?v=h27PPreqKwg https://www.youtube.com/watch?v=cIseRJu_VLM

40 https://www.youtube.com/watch?v=0UBneodeR2E 41 http://www.southdownsfood.org/ 42 http://www.responsibletravel.com/holidays/south-downs/travel-guide/where-to-go-in-the-south-downs

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the National Park. The first objective picks up on the area’s special qualities and

the opportunities they provide “… to make it easier for visitors to discover, enjoy

and understand the National Park and value its special qualities … local identity and

character will be used to enrich the visitor experience … SDNPA will ensure as the

planning authority that design guidance will provide quality sensitive development

appropriate to place” (Objective 1 extract). Cultural heritage is one of four themes

highlighted; delivery tools and projects are now being developed to capitalise on

the heritage tourism potential. One early example is a bid to the Coast to Capital

Local Enterprise Partnership for a contribution to a Tourism Co-operation project

promoting sustainable tourism. This is to complement the cultural heritage, “green

travel”, South Downs brand / shared identity and related work, to assist in the

delivery of a Destination Management Plan, to promote Park gateways (ie key

settlements, visitor attractions, transport hubs and other primary access points to

and within the National Park), to provide training to owners of attractions and

accommodation, to develop a marketing campaign etc.

9.4 Embedding a new National Park takes time, but the South Downs is already a very

popular draw and the SDNPA’s emphasis has been to build awareness of the “South

Downs brand” and seek collective ownership43. It has made available the Shared

Identity graphics, images, templates and back-up support, free for use by farmers,

accommodation owners, travel businesses and others, to encourage the sustainable

marketing of the area, exploiting the appeal of the landscape and rich cultural

heritage that the South Downs has to offer – its unique selling point, the sense of

place that is this National Park. The crucial land management role, as custodians of

this compelling countryside, is to conserve this iconic land, but also to be in a

position to take advantage of the prospects offered.

10. Supporting Community Initiatives

10.1 From the outset, Members were very keen to promote the enabling function of the

new SDNPA, taking the then government’s Sustainable Development Fund,

£200,000 per annum, doubling it to £400,000 and naming it the Sustainable

Communities Fund to stress the local community focus. With the slow build-up of

the long-term permanent structure of the operational SDNPA there was some

flexibility in the budget in the early years to provide adequate funds to grant-aid

community-led initiatives across the Park. The SDNPA came into being at the start

of the recession so, although the Department for Environment, Food and Rural

Affairs made a four-year settlement, it was on a declining base (reducing by 25 per

cent over the period). Members set the annual budget at the lower end of the

range, which meant that there were surplus funds in the early years, expediting

this kick-starting of National Park community projects.

10.2 An independent panel was appointed, administered by the SDNPA, with two

Members plus representatives from interests across the National Park (see link

below44 for current members). The fund has achieved much across the Park and a

video was produced showcasing its work45. Over time it has become apparent that

many applicants have led with more aspiration than practical delivery, so the fund

has always had money available for approved projects.

10.3 More specific funding for land managers and rural businesses comes from a variety

of sources, the SDNPA helping channel these funds through advice and support,

such as at the Farmers / Landowners Breakfasts noted above, at other events,

43 https://www.southdowns.gov.uk/care-for/supporting-communities-business/south-downs-national-park-shared-identity/ 44 https://www.southdowns.gov.uk/care-for/supporting-communities-business/sustainable-communities-fund/scf-grant-panel-members/ 45 https://www.youtube.com/watch?v=CKCQ7y2ybuw

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through the website and with its specialist officers. Appendix d shows two SDNPA

website funding information examples.

11. Planning-Related

11.1 Linking up communities with the Planning system has been fortified by encouraging

the preparation of Neighbourhood Plans (Localism Act 2011). This was pump-

primed with Government funding support to the National Park, enabling the SDNPA

to financially assist interested communities and provide planning advice and staff

support. There are a growing number of Neighbourhood Plans being developed and

consulted upon across the National Park (currently around 50, see website for

latest list46).

11.2 Building on the ranger service’s approach to integrated land management (through

the production of management and action plans, noting the essential conservation

and other pertinent features on a farm, with targeted notes, advice, practical help

and funding opportunities), the SDNPA’s Planning team have been working with the

rangers and other colleagues to introduce the concept of Whole Estate Plans.

These are aimed to be comprehensive, long-term business plans for relatively

diversified farms and larger estates, to provide a much more multi-dimensional and

inclusive picture of the land-holding, to better advise the planners and Planning

Committee members in their determination of development proposals.

11.3 This is a new concept, moving beyond a planning application for a specific proposed

development, in order to take into account the wider business perspective, with

environmental and social factors as appropriate. Following workshops and other

engagement with a selection of land managers, draft guidance is now being tested

and will be refined following feedback from estate owners, managers and farmers.

The draft summarises the purpose of these Whole Estate Plans, within the Planning

framework:

“The Local Plan recognises the significant influence of the estates and farms across

the National Park and the impact the management activities of these estates has …

the challenges to land management, farming and maintaining some of the most

significant cultural / heritage assets within the SDNP that are faced by those who

own and operate these estates.”

“This is recognised through providing a degree of flexibility when considering

development proposals on estates (Strategic Policy SD22: Development Strategy)

subject to a Whole Estate Plan being endorsed … this can only be done within an

informed context which clearly sets out the longer term role of a development

proposal within the overall ambition of the estate and its contribution to the

conservation and enhancement of the National Park, its special qualities and the

ecosystem services it provides. For this reason the National Park Authority

supports Whole Estate Plans as a vehicle for understanding this context”.

Put simply, the Plan should provide a vision, asset audit, ecosystem services

analysis and action plan. Appendix e illustrates this, with graphics taken from the

SDNPA’s draft guidance for Whole Estate Plans. Completing a plan requires some

work and is designed for the larger or more complex estates, which have a range of

business interests. For the simpler farm, the planning application would be the

best approach and here the SDNPA encourages pre-app. discussion to help land

managers over prospective development.

11.4 The Whole Estate Plan represents a really positive opportunity for sustainable

economic development, coupled with meeting National Park purposes. It is a

46 https://www.southdowns.gov.uk/planning/planning-policy/neighbourhood-development-plans/

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genuine departure from the traditional planning application submission (which is

too often considered in isolation), giving the land owner the scope to set out his or

her business aspirations and the Planning Department / Committee a much better

understanding of the holistic nature of the estate, helping them make more

informed decisions.

11.5 This innovative idea will develop over the coming months and should encourage

more entrepreneurial developments to come through. From forecasting and

preparing their estate business strategy, through to investment and added value,

skills and productivity, and beyond to consider the effects on the wider rural

economy, employment and impact on the Park, it will be interesting to see the

scope that estate owners and managers have when submitting their plans and the

response by the SDNPA.

11.6 Not all developments need planning permission and land managers have some

freedom under permitted development rights. Though stricter in Protected Areas

such as National Parks and Areas of Outstanding Natural Beauty, the previous

coalition government’s then Planning Minister, Nick Boles, made a speech (6/3/14)

outlining the position on local planning that included the following “we expect

national parks and other local planning authorities to take a positive and proactive

approach to sustainable development, balancing the protection of the landscape

with the social and economic wellbeing of the area”.

11.7 This has not been any more restrictive in the new South Downs National Park as

the vast majority of the area was previously covered under the AONB status. The

SDNPA clearly sets out the issue for everyone on its website47, supplemented by

informal conversation with the local ranger or more formal appointment with a

planning officer. As the Director of Planning explained in a case involving the

potential sub-dividing into a number of fenced-off plots of a reverted arable field

“recognised for its contribution to local views by the Village Design Statement” he

explained that the removal of permitted development was not to prohibit the

erection of fences, gates and other means of enclosure “but means that planning

permission would need to be sought for them before it could take place … in light of

the special nature of this particular landscape we are concerned that no further

work is carried out without planning consent”.

11.8 A Friends of The Lake District newsletter (referring to the Lakes to Dales NP

extension) sums up the approach: “planning permission will need to be sought

whereas previously an applicant may have benefitted from permitted development

rights. That is not to say that planning permission will not be granted, but rather

the development may need to be designed in a manner which is more sensitive to

its surroundings. Therefore the NP designation does not mean a moratorium on all

development, but rather enabling appropriate development whilst ensuring the

country’s most spectacular landscapes are protected and enhanced for future

generations”.

11.9 The SDNPA tries to support development that can provide mutual benefit to the

economy and the landscape. An example of this has been its willingness to test the

Defra-led Food Enterprise Zone48 (within the Coast to Capital Local Enterprise

Partnership area). More common as an urban economic incentive tool, the SDNPA

is looking at how this could be applied to meet rural National Park requirements,

initially focused on the beleaguered dairy industry, which the farming sector was

keen to see addressed. By making the planning process simpler, the aim is to help

47 https://www.southdowns.gov.uk/planning/do-i-need-planning-permission/permitted-development/ 48 http://www.farming.co.uk/news/article/10986

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enable new dairy production on existing dairy farms, re-use of redundant buildings

and brownfield sites within the National Park, to connect the local supply food chain

and allow more farm shops to be set up allowing direct sale to consumers. It is

early days, much dependent on the concept being taken up by land managers. The

SDNPA will be reporting back to government on this pilot, whether it is feasible

and, if so, what refinements might be needed.

12. In Conclusion 12.1 The South Downs is a twenty-first century National Park, and the SDNPA,

operational from 2011, is committed to working in partnership with all relevant

interests, to address the many challenges and opportunities facing this landscape.

The SDNP’s Partnership Management Plan (PMP), based on extensive consultation

and agreement with stakeholders, aligns and integrates the NP’s statutory Purposes

and Duty, and provides the foundation for their implementation. The PMP, together

with the emerging SD Local Plan, provides a consistent, coherent policy approach

for the South Downs, in the interests of the area and its stakeholders.

12.2 The South Downs is complex, embracing a beautiful and very popular landscape,

with significant communities that work and live in and around the area. The wealth

and diversity of ecosystem services highlight the intricacy of task the Park

addresses through its partnership management approach to delivering the NP’s

inter-linked purposes of “conserving and enhancing” and “promoting understanding

and enjoyment”, with the duty of “fostering the economic and social well-being of

its communities” (see Appendix f graphics).

12.3 The SDNPA provides an integrated approach and a coherent joined-up operation

through its twin core roles of Planning and Countryside Management. Dedicated to

the best interests of the South Downs and its people, the NPA helps co-ordinate

action with a range of partners involved in the National Park, as well as those

beyond including national, regional and local government organisations.

12.4 In all of this, those involved in land management and farming are at the heart of

the NP and its future wellbeing, and represent key partners to the SDNPA.

12.5 The SDNP has, as yet, only five years of experience and examples to show.

However, it is already clear that the NP has achieved much, marking a step change

from previous AONB organisation and operations, with the AONB’s more limited

responsibilities, greater reliance on short-term agreements between local

authorities and central government with their annual public funding uncertainty.

12.6 The SDNPA, working closely in partnership with all relevant interests – including the

land management and farming interests which are fundamental to the NP and its

wellbeing – will remain “on the front foot” and responsive to its partners as well as

to the changing times ahead.

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Appendices a Farmer/Landowner Breakfasts

b Farm Clusters

c Heritage

d Funding

e Whole Estate Plans

f South Downs Ecosystem, Purposes & Duty

Links & References 1. Planning Minister’s speech https://www.gov.uk/government/speeches/local-planning 2. SDNP Partnership https://www.southdowns.gov.uk/national-park-authority/commitees-

meetings/south-downs-partnership/ 3. SD Land Management Group / SDNPA MoU https://www.southdowns.gov.uk/wp-

content/uploads/2015/03/Memorandum-of-Understanding-South-Downs-Land-Management-

Group.pdf 4. SDLMG website http://www.southdownsland.com/ 5. Tourism Strategy https://www.southdowns.gov.uk/wp-content/uploads/2016/05/PP_26-May-

2016_Agenda-Item-13-Appendix-1-2.pdf 6. SDNPA committee report – tourism https://www.southdowns.gov.uk/wp-

content/uploads/2016/05/PP_26-May-2016_Agenda-Item-13.pdf 7. Map of Ranger areas https://www.southdowns.gov.uk/wp-content/uploads/2015/03/SDNPA-

Ranger-Areas.pdf 8. SDVRS newsletter https://www.southdowns.gov.uk/wp-content/uploads/2015/03/0580-

SDNPA-DT72-online.pdf 9. Volunteers Week https://www.southdowns.gov.uk/volunteers-week-2015/ 10. Space for Nature

http://webarchive.nationalarchives.gov.uk/20130402151656/http://archive.defra.gov.uk/envir

onment/biodiversity/documents/201009space-for-nature.pdf 11. Natural Environment White Paper

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/228842/8082.pdf

12. SDNP NIA map https://www.southdowns.gov.uk/wp-content/uploads/2015/09/GOV_2015September-23-Agenda-Item-8-Appendix-3.pdf

13. NIA case study https://www.southdowns.gov.uk/wp-content/uploads/2016/02/Case-Study-

South-Downs-Way-Ahead-NIA.pdf

14. NIA focal area case study https://www.southdowns.gov.uk/wp-content/uploads/2016/02/Case-Study-Chalk-Grassland-Restoration-Winchester-Focal-Area.pdf

15. Farm cluster map (Arun – Adur) https://www.southdowns.gov.uk/wp-content/uploads/2015/09/GOV_2015September-23-Agenda-Item-8-Appendix-4.pdf

16. CHAMP (water quality) project http://www.southdowns.gov.uk/wp-content/uploads/2015/05/pp_2015June02-Agenda-Item-12.pdf

17. Woodland Trust case study https://www.woodlandtrust.org.uk/publications/2016/10/south-downs-national-park/

18. SDNPA committee report – Forestry Partnership http://www.southdowns.gov.uk/wp-content/uploads/2015/02/npa_2014Oct28_Agenda-Item-12.pdf

19. SDNPA Forestry leaflet publications: http://www.southdowns.gov.uk/wp-content/uploads/2015/05/Woodland-Owners.pdf http://www.southdowns.gov.uk/wp-content/uploads/2015/05/Forestry-Partnership-Project.pdf

http://www.southdowns.gov.uk/wp-content/uploads/2015/05/Woodland-Enterprise-

Network.pdf 20. Woodland economy case studies:

http://www.southdowns.gov.uk/wp-content/uploads/2015/02/npa_2014Oct28_Agenda-Item-12-Appendix-1.pdf http://www.southdowns.gov.uk/wp-content/uploads/2015/02/npa_2014Oct28_Agenda-Item-

12-Appendix-2.pdf

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21. Water voles https://www.southdowns.gov.uk/water-voles-reach-south-downs-in-largest-uk-reintroduction-programme/

22. River Restoration case study https://www.southdowns.gov.uk/wp-content/uploads/2016/02/Case-Study-Experiences-of-River-Restoration.pdf

23. Meon Valley Partnership website http://www.meonvalleypartnership.org.uk/

24. Meon case study http://www.southdowns.gov.uk/wp-content/uploads/2015/07/GOV_2015July14-Agenda-Item-9.pdf

25. ARC award winner https://www.southdowns.gov.uk/south-downs-project-wins-prestigious-national-award/

26. ARC project http://arunwesternstreams.org.uk/projects/arc 27. SD visitor survey https://www.southdowns.gov.uk/wp-content/uploads/2015/03/Visitor-

Survey-2012.pdf

28. as 27 above 29. Sustainable Access videos:

Bus: https://www.youtube.com/watch?v=3yKEzPrlabU Train: https://www.youtube.com/watch?v=fs5dnb-_8A0

Discover Another Way (bus cycle walk): - https://www.youtube.com/watch?v=x1pO8iuJF8A - https://www.youtube.com/watch?v=38RMB10EF1A

30. SDW water points (SDVRS) https://www.southdowns.gov.uk/south-downs-volunteers-help-quench-thirst-of-20000-walkers-riders-and-cyclists/

31. SDW website http://www.nationaltrail.co.uk/south-downs-way 32. SD Local Access Forum https://www.southdowns.gov.uk/national-park-authority/commitees-

meetings/local-access-forum/ 33. SDLAF ToR https://www.southdowns.gov.uk/wp-content/uploads/2015/12/SDLAF-Terms-of-

Reference.pdf

34. SDLAF annual review http://www.southdowns.gov.uk/wp-content/uploads/2015/01/SDLAF-Annual-Review-2014-15.pdf

35. NE LAF newsletter https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/342788/laf-

newsletter-issue4.pdf 36. NT dog event http://www.walkiees.co.uk/blog/view/dog-fun-day-at-woolbeding-parkland-

12th-may-2013

37. Other dog events: http://discoverpetworth.org/event/spanielspetworth/ http://www.southdownsshow.co.uk/

38. Summer dog events http://www.brightonvisitor.com/brighton-news/take-the-lead-south-downs-national-park-authority/

39. Dog Ambassadors – videos

https://www.youtube.com/watch?v=Jpz3dfkiI8Y https://www.youtube.com/watch?v=N9U_BDPNVQg https://www.youtube.com/watch?v=h27PPreqKwg https://www.youtube.com/watch?v=cIseRJu_VLM

40. People (dog) behaviour video https://www.youtube.com/watch?v=0UBneodeR2E

41. SDNP food & drink portal http://www.southdownsfood.org/ 42. Responsible travel website http://www.responsibletravel.com/holidays/south-downs/travel-

guide/where-to-go-in-the-south-downs 43. SD shared identity https://www.southdowns.gov.uk/care-for/supporting-communities-

business/south-downs-national-park-shared-identity/ 44. SCF panel https://www.southdowns.gov.uk/care-for/supporting-communities-

business/sustainable-communities-fund/scf-grant-panel-members/ 45. SCF promotional video https://www.youtube.com/watch?v=CKCQ7y2ybuw 46. Neighbourhood Plans https://www.southdowns.gov.uk/planning/planning-

policy/neighbourhood-development-plans/ 47. Permitted development advice https://www.southdowns.gov.uk/planning/do-i-need-planning-

permission/permitted-development/ 48. Food Enterprise Zone http://www.farming.co.uk/news/article/10986

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Appendix a

Farmer/Landowner Breakfasts

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Appendix b

South Downs Farming Clusters

Environmental Stewardship Higher Level Scheme NIA to Countryside Stewardship Facilitation Fund

The above clusters cover around 100,000 hectares, 60% of the National Park

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Appendix c

Heritage

Screenshot from SDNPA’s Education resource: http://learning.southdowns.gov.uk/

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Appendix d

Funding

From SDNPA webpage https://www.southdowns.gov.uk/care-for/funding-for-your-project/:

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SDNPA https://www.southdowns.gov.uk/care-for/funding-for-your-project/funding-events/:

FUNDING EVENTS

The South Downs National Park Authority hosts funding events to encourages communities, businesses and partners to make grant applications that will lever more funding into the National Park.

FORTHCOMING EVENTS

None at present - please email mark.rose@southdowns.gov.uk if you would like to be informed of future events.

PAST EVENTS

LEADER Local Action Group (LAG) and Local Enterprise Partnership (LEP) Funding Seminar

Held on the 15th January 2016 at South Downs Centre, Midhurst, West Sussex

Presentations are available for download: LEPs LEADER presentation January 2016

This event was organised by the National Park Authority and delivered in partnership with some of LAGS and LEPs that cover the National Park. It was very well attended, with the Memorial Hall almost at full capacity, and received excellent feed-back from attendees.

The event was planned as a simple introduction to the complex funding landscape so that attendees could gauge the relevance of these funds to their own community or business development projects and then have a word with programme managers for 1-1 advice. The agenda was as follows:

Serial Time Topic Person

1 12:00-12:05 Welcome Angie Blowman

2 12:05-12:30 Overview of LEPs & LEADER David Doxford

3 12:30-12:40 Enterprise M3 Deborah Wyatt

4 12:40–12:50 Sussex LEADER Richard Chalk

5 12:50–13:00 Q&A Angie Blowman

6 13:00–14:00 1to1 surgery session, to discuss possible projects, with:

Ken Brown of Fieldfare LEADER

Richard Chalk & Caitlin Shardlow of Sussex LEADER

David Doxford and Mark Rose of SDNPA

Deborah Wyatt of Enterprise M3

7 14:00 Depart

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Appendix e

Whole Estate Plans

The

Sustainable

Economy

Policy

Context

Plan

Content

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Example:

Ecosystem

Services

table

Example:

Action

Plan

table

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Appendix f

The South Downs National Park: Ecosystem, Purposes & Duty